In every organisation, there are people who quietly hold things together. They may not sit at the top table or have “director” in their title, but they keep teams moving, connect strategy to delivery, and carry others through change. They are the ones growing leadership from the middle – and our sector depends on them more than we often recognise.
Often-overlooked
Many in the charity and social-impact world understand the tension of leading from the middle. You’re close enough to frontline work to see the challenges, yet close enough to senior leaders to hear the pressures of governance and funding. You interpret, translate, and mediate daily. It’s rewarding work, but it can also be exhausting.
I’ve seen this invisible leadership play out time and again. In one organisation I worked with, a grants and programmes manager joined at a crucial stage of growth. The charity was shifting from ad-hoc giving to thematic programmes and needed better processes, documentation, and structure. Although she wasn’t part of the senior management team, she drew on experience from previous roles to guide the transition.
She introduced simple but powerful tools – a grants-process checklist, a funding-lifecycle map, and templates for application scoring and grant reporting. These frameworks, familiar to established funders, cover the full cycle from concept to close: eligibility and due-diligence checks, guidance notes for applicants, decision logs for transparency, and post-grant learning reviews. Her initiative helped the organisation adopt several of these practices and, as a result, improve consistency and trust. She led from the middle – not through authority, but through expertise, collaboration, and care.
Leadership as quiet influence
The same spirit shows up in volunteer settings too. At the Bible Society, Susan W., a volunteer development officer for more than a decade, coordinated people so effectively that everyone wanted to serve whenever she called. She wasn’t a senior executive, yet her leadership was unmistakable. She built community, recognised effort, and turned volunteer-appreciation events into moments of genuine belonging. Even as volunteers came and went, her way of leading left a legacy of goodwill.
Examples like these remind us that leadership is not always about being the face of an organisation. Sometimes it’s about cultivating the environment where others can flourish. It’s the kind of leadership that listens more than it instructs; that steadies the room rather than dominates it.
Squeezed middle leaders
Across the sector, middle leaders are the interpreters of vision. They’re the ones who turn strategy papers into delivery plans, mediate between funders and practitioners, and ensure safeguarding, compliance, and compassion coexist. They are often the cultural glue – balancing relationships, morale, and performance.
Yet this layer can feel squeezed. Expectations rise, while authority stays limited. They’re asked to motivate teams, champion change, and “cascade” messages, all while keeping their own workloads afloat. Without adequate recognition or development, these leaders risk burnout or drift – and the whole organisation feels the loss.
That’s why growing leadership from the middle is not a “nice to have”; it’s essential for continuity and resilience. When we invest in this layer, we build depth and sustainability into our organisations.
Enabling middle leaders to thrive
From experience and observation, a few things make the difference:
- Clarity of purpose – when middle leaders know how their work connects to mission, they lead with conviction.
- Trust and autonomy – freedom to test ideas and make adjustments builds confidence and creativity.
- Learning culture – peer mentoring, reflective spaces, and access to leadership training ensure growth doesn’t stop at senior levels.
- Recognition – simple appreciation and visible support signal that their contribution matters.
Some organisations are already getting this right — creating communities of practice, offering shadow-leadership opportunities, or setting up cross-department groups that amplify middle voices. Others are still learning. But across the board, the message is clear: we need to name, nurture, and normalise leadership wherever it appears.
A collective call
As our sector faces ongoing funding pressures, staff turnover, and complex social needs, leadership can no longer be defined by hierarchy alone. The health of an organisation depends on the strength of its middle – the bridge between purpose and performance.
We can all play a part in growing it. Notice the quiet influencers around you. Invite their ideas. Share your tools. Encourage them to lead, even without a title. Because when leadership grows in the middle, it eventually rises everywhere.
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